000			01539nam a22001457a 4500
999			_c517070 _d517070
008			210628b ||||| |||| 00| 0 eng d
100			_aNina, M. et al _926017
245			_aStability not change: Improving frontline employee motivation through organizational reform is harder than it looks
260			_aPublic Administration
300			_a98(3), Sep, 2020: p.591-608
520			_aAs evidence mounts about the positive effects of autonomous motivation such as public service motivation, there is a growing case for public organizations to design reforms to better support public employees’ inherent desire to help others. But how feasible is this in reality? Most experimental evidence on autonomous motivation stems from interventions at the individual level, possibly exaggerating what government reforms can achieve in reality. We present a longitudinal study that analyses a three-year trial in Danish hospitals in which incentives and autonomy were changed to encourage autonomous motivation. This set-up offers a rare opportunity to observe the potential malleability of intrinsic, public service, user and external motivation. The results show little observable change in motivation due to the reform. We explore the practical difficulties of translating evidence about motivation into reforms given implementation challenges, contextual factors and a recognition that motivation might be less malleable than implied by research. – Reproduced
773			_aPublic Administration
906			_aMOTIVATION
942			_cAR